managing the transition to it shared services in the
TRANSCRIPT
IT Shared Services
Nancy DesormeauDirector GeneralEnterprise Partnership Management, Information Technology Services Branch
Government and Health Technologies Conference and Expo - March 2006
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Presentation Outline
•Information Technology (IT) in Government•IT Shared Services Vision and Implementation Strategy•Effective Governance•Lessons Learned
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Information Technology in GC
Over 16,000 Full Time Equivalents (FTE) providing services to approximately 284,000 GC employees (excluding DND military), with an average FTE annual growth of 7% (since 1999)
Desktop – 315,000 licensed with over 80% on Microsoft
Data centers – in excess of 100 centres with numerous mainframes and over 7,000 midrange servers
7 different financial / material and 14 different HR applications in use
15-20 different configurations of each major software system (SAP and PeopleSoft)
Approx. 800 significant interfaces between HR/Finance and other systems
FY 2003-04 $4.95BIT Shared Services
Telecom$780 M (16%)
Data Center Services$1,050 M (21%)
Desktop Services$1,490 M (31%)
Corporate Admin Shared Services include
Corporate Admin Systems$350 M (7%)
Program Applications$1,160 M (23%)
Security & Architecture$120 M(2%)
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~ 5% Common
• Fragmented• Lack of common standards• Expensive to operate• Difficult to pull together
information from a government-wide perspective
• Service levels vary widely
External Svc Channels
IT Services
Corporate Administrative
Services
Current Target
~24% Common
< 5% Common
> 50% Common
~ 75% Common
~ 40% Common
• Efficiencies-economies of scale • Standardization• GC-wide services support citizen-
centric delivery of programs• Credible, consistent, timely
management information • Common levels of service
Common Infrastructure and Service Delivery (CISD)
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Shared Services
“Shared services enables high performance. It allows governments to focus their precious resources on high-impact activities that are core to their missions, rather than on routine administrative functions. The end result is improved outcomes at a better cost for the citizens and businesses governments serve and, ultimately, better public-sector value”.
Accenture Report, January 2005
Service and Perceived Responsiveness
Sale
s and
Effi
cienc
y
Only the shared services model answers the needs for both scale and efficiency, and service and responsiveness
Source: "Driving High Performance in Government: Maximizing the value of Public-Sector Shared Services", Accenture, Feb. 2005.
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IT Shared Services • Data Centres• Desktops• Telecommunications• Application Hosting• Infrastructure Protection• Network Management• Asset Management• Help Desk Services• Secure Channel• Content Management
POWERED BY
ITShared Services
Services toGC Employees
Services toCanadians
All OtherGovernment
Programs
UNALIGNED SHAREDALIGNED
IT Shared Services Vision
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Stakeholder Engagement
Suppliers
Wave 1Proof of Concept
Governance
StrategStrategy & y &
ApproaApproachch
Corporate DeliveryIT-SSORs & Rs
Departmental Design Teams
DepartmentalWorkshops
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Leadership / Partnership
Treasury Board SecretariatCIO Branch
Dept’s / CIOs
IT-SSO
ITSHARED
SERVICES
TRANSFORMATION, GOVERNANCE AND ENTERPRISE
ARCHITECTURE
OPERATIONAL EXCELLENCE
SERVICE LIFECYCLE/TAKEUP MANAGEMENT
SELECT / CONSUMEPARTNER / ALIGN
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DepartmentsProgram-Specific Applications
Privacy / Security
Servers/Storage
Datacenter
Network
Enablers (IM Tools, e-PASS, Service Brokers)
Users / Access Devices
IT Shared Services (IT Shared Services Organization IT-SSO)
Where the IT Shared Services Business Fits in the GC IT
Environment
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IT-SSO Implementation Strategy
SMIPOperational Excellence
ORGANIC GROWTHNew/Current Customers – by Leveraging ITSB Services
1
IQTTDepartment Waves
2ADOPTION
Specific Product Request
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ITSB Services
Shared Services
PARTNER & LEVERAGE(DND, CRA, Service Canada)
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ALIGNMENT ACTIVITIES
Guidance and Direction Policies
Standards Processes
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IQTT: A Sound Methodology
Qualification Future StateIdentify Service Transfer Transformation
• Due Diligence • Business SLA Reviews
• People
• Go now or go later
• R’s & R’s• Operating Costs• SLA’s
• Rationalize• Reduce Complexity and Costs• Sourcing
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Product Visions & Maturity Roadmap
Usage
IT-SSO Business Model
Product and Service Vision and Strategies
IT Shared Services Business Case
Unaligned Aligned Shared
Usage
Data Centre Facilities
Networks, Voice & Data
Common Enablers
Service Take-up• Organic Growth• IQTT - Department Waves• Adoption• Partner & Leverage
Service Development, Migration, Ops Excellent Projects• Service Management Improvement• National DC strategy and swing space• Disaster Recovery Service• Shared Fibre services• Brokering Vital Events Service Lines
Usage
Distributed Computing Usage Software
LicensingDesktop HW
RenewalMessaging Desktop
ManagementBrowser Based-Apps
UsageHost Servers, Data Apps
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Transformation is Possible With:
Leadership
Investment StrategyManagement of Change
Realistic TargetsOperating Model
Management of TechnologyPerformance Management
Effective Governance
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“An effective … governance structure is the single most important predictor of getting value from IT”
-- Peter Weill, MIT, April 2003
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Collaboration with internal and external stakeholders An Enterprise-wide focus A relationship-based framework Effective horizontal and vertical communications Clearly defined accountabilities and responsibilities
“The suite of management mechanisms that balances the decision rights of multiple constituencies
and the framework that encourages desirable behaviours by all stakeholders”
- Gartner Group
Effective Governance
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3 Tiers of Governance Accountabilities
Ope
rati
onal
Ac
coun
tabi
litie
s S
trat
egic
Par
tner
ship
sEn
terp
rise
-Lev
elEx
ecut
ive
Ove
rsig
ht
Tier 1: Enterprise-Level Executive Oversight Sets the vision, direction and strategies for Enterprise-wide services Provides direction, policy and standards applicable across GC departments and agencies
Tier 2: Strategic Partnerships Champions the Enterprise-wide view in decision-making to ensure effective horizontal coordination of IT activities Supports philosophy of inclusive, open, and shared discussions achieved through goodwill, collaboration and cooperative partneringAims at achieving a balance between proactive innovation, agile decision-making, and ensuring that risks are appropriately managed
Tier 3: Operational Accountabilities Provides ongoing direction, management, and oversight for the delivery of IT shared service and of stakeholder relationships
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Lessons Learned to Date
•Set the VISION, keep it simple, share it often, with everyone•Communicate up, down, in & out of government•Build a plan and “how-to” approaches that all can understand•Keep ongoing operations on track•Show how you are “improving” ongoing operations•Deputize your leadership team to own the change•Assign a portion of workforce to build/support the change•Bring in top talent (from OGDs, outside GC…)•Be visible as a leadership team•Find partners that will play, prove it works•Stop non-core, low value and redundant work•Organize for accountability, clarity and to support new business
IT Shared Services
Nancy DesormeauDirector GeneralEnterprise Partnership Management, Information Technology Services Branch
Government and Health Technologies Conference and Expo - March 2006